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PROJECT MANAGEMENT
THE NEWEST EDITION OF THE #1 PROJECT MANAGEMENT GUIDE FOR STUDENTS AND PROFESSIONALS
In the newly revised 13th Edition of Project Management: A Systems Approach to Planning, Scheduling, and Controlling, project management pioneer, leader, and educator Dr. Harold Kerzner delivers a comprehensive and intuitive approach to project management. Widely known as the bestselling "bible" of project management, this book aligns with the concepts and standards outlined in PMI's latest A Guide to the Project Management Body of Knowledge, (PMBOK(r) Guide) and contains the detailed coverage of tools and methods used at all stages of a project.
New content added to this 13th Edition includes project health checks, the continued growth of strategic project management, new business models, lean project management, artificial intelligence, and the use of new metrics and KPIs. Supplementary material for academic and corporate instructors, students, and practicing project managers can be found on the book's companion website.
* A thorough introduction to project management concepts, like project success definition, the role of the project manager, working with executives, and project classification
* Comprehensive explorations of the evolution and growth of project management, organizational structures, staffing a project team, and management functions
* Practical discussions of communications management, conflicts, project planning, network scheduling techniques, and pricing and estimation
* In-depth examinations of cost control, metrics and KPIs, and risk, contract, and quality management
Perfect for students and scholars of project management in business and engineering programs, Project Management: A Systems Approach to Planning, Scheduling, and Controlling will also earn a place in the libraries of anyone studying for the PMP(r) exam, as well as practicing project managers, project consultants, and trainers.
THE NEWEST EDITION OF THE #1 PROJECT MANAGEMENT GUIDE FOR STUDENTS AND PROFESSIONALS
In the newly revised 13th Edition of Project Management: A Systems Approach to Planning, Scheduling, and Controlling, project management pioneer, leader, and educator Dr. Harold Kerzner delivers a comprehensive and intuitive approach to project management. Widely known as the bestselling "bible" of project management, this book aligns with the concepts and standards outlined in PMI's latest A Guide to the Project Management Body of Knowledge, (PMBOK(r) Guide) and contains the detailed coverage of tools and methods used at all stages of a project.
New content added to this 13th Edition includes project health checks, the continued growth of strategic project management, new business models, lean project management, artificial intelligence, and the use of new metrics and KPIs. Supplementary material for academic and corporate instructors, students, and practicing project managers can be found on the book's companion website.
* A thorough introduction to project management concepts, like project success definition, the role of the project manager, working with executives, and project classification
* Comprehensive explorations of the evolution and growth of project management, organizational structures, staffing a project team, and management functions
* Practical discussions of communications management, conflicts, project planning, network scheduling techniques, and pricing and estimation
* In-depth examinations of cost control, metrics and KPIs, and risk, contract, and quality management
Perfect for students and scholars of project management in business and engineering programs, Project Management: A Systems Approach to Planning, Scheduling, and Controlling will also earn a place in the libraries of anyone studying for the PMP(r) exam, as well as practicing project managers, project consultants, and trainers.
PROJECT MANAGEMENT
THE NEWEST EDITION OF THE #1 PROJECT MANAGEMENT GUIDE FOR STUDENTS AND PROFESSIONALS
In the newly revised 13th Edition of Project Management: A Systems Approach to Planning, Scheduling, and Controlling, project management pioneer, leader, and educator Dr. Harold Kerzner delivers a comprehensive and intuitive approach to project management. Widely known as the bestselling "bible" of project management, this book aligns with the concepts and standards outlined in PMI's latest A Guide to the Project Management Body of Knowledge, (PMBOK(r) Guide) and contains the detailed coverage of tools and methods used at all stages of a project.
New content added to this 13th Edition includes project health checks, the continued growth of strategic project management, new business models, lean project management, artificial intelligence, and the use of new metrics and KPIs. Supplementary material for academic and corporate instructors, students, and practicing project managers can be found on the book's companion website.
* A thorough introduction to project management concepts, like project success definition, the role of the project manager, working with executives, and project classification
* Comprehensive explorations of the evolution and growth of project management, organizational structures, staffing a project team, and management functions
* Practical discussions of communications management, conflicts, project planning, network scheduling techniques, and pricing and estimation
* In-depth examinations of cost control, metrics and KPIs, and risk, contract, and quality management
Perfect for students and scholars of project management in business and engineering programs, Project Management: A Systems Approach to Planning, Scheduling, and Controlling will also earn a place in the libraries of anyone studying for the PMP(r) exam, as well as practicing project managers, project consultants, and trainers.
THE NEWEST EDITION OF THE #1 PROJECT MANAGEMENT GUIDE FOR STUDENTS AND PROFESSIONALS
In the newly revised 13th Edition of Project Management: A Systems Approach to Planning, Scheduling, and Controlling, project management pioneer, leader, and educator Dr. Harold Kerzner delivers a comprehensive and intuitive approach to project management. Widely known as the bestselling "bible" of project management, this book aligns with the concepts and standards outlined in PMI's latest A Guide to the Project Management Body of Knowledge, (PMBOK(r) Guide) and contains the detailed coverage of tools and methods used at all stages of a project.
New content added to this 13th Edition includes project health checks, the continued growth of strategic project management, new business models, lean project management, artificial intelligence, and the use of new metrics and KPIs. Supplementary material for academic and corporate instructors, students, and practicing project managers can be found on the book's companion website.
* A thorough introduction to project management concepts, like project success definition, the role of the project manager, working with executives, and project classification
* Comprehensive explorations of the evolution and growth of project management, organizational structures, staffing a project team, and management functions
* Practical discussions of communications management, conflicts, project planning, network scheduling techniques, and pricing and estimation
* In-depth examinations of cost control, metrics and KPIs, and risk, contract, and quality management
Perfect for students and scholars of project management in business and engineering programs, Project Management: A Systems Approach to Planning, Scheduling, and Controlling will also earn a place in the libraries of anyone studying for the PMP(r) exam, as well as practicing project managers, project consultants, and trainers.
Über den Autor
Harold Kerzner, is Senior Executive Director for Project Management for the International Institute for Learning (IIL). He taught project management at Baldwin-Wallace University for 38 years, and he has published over 60 textbooks on project management. His success and impact on the industry led IIL and the Project Management Institute (PMI) to establish the Kerzner International Project Manager of the Year Award as well as the annual Dr. Harold Kerzner Scholarship fund.
Inhaltsverzeichnis
Preface
Chapter 1: Overview
1.0 Introduction
1.1 Understanding Project Management
1.2 Defining Project Success
1.3 Trade-Offs and Competing Constraints
1.4 The Entry-Level Project Manager
1.5 The Talent Triangle
1.6 Technology-Based Projects
1.7 The Project Manager-Line Manager Interface
1.8 Defining the Project Manager's Role
1.9 Defining the Functional Manager's Role
1.10 Defining the Functional Employee's Role
1.11 Defining the Executive's Role
1.12 Working with Executives
1.13 Committee Sponsorship/Governance
1.14 The Project Manager as the Planning Agent
1.15 Project Champions
1.16 Project-Driven Versus Non-Project-Driven Organizations
1.17 Marketing in the Project-Driven Organization
1.18 Classification of Projects
1.19 Location of the Project Manager
1.20 Differing Views of Project Management
1.21 Public-Sector Project Management
1.22 International Project Management
1.23 Concurrent Engineering: A Project Management Approach
1.24 Added Value
1.25 Studying Tips for the PMI(r) Project Management Certification Exam
Answers
Problems
Case Study: Williams Machine Tool Company
Chapter 2: Project Management Growth: Concepts and Definitions
2.0 Introduction
2.1 The Evolution of Project Management: 1945-2021
2.2 Resistance to Change
2.3 Systems, Programs, and Projects: A Definition
2.4 Projects versus Operations
2.5 Product versus Project Management: A Definition
2.6 Maturity and Excellence: A Definition
2.7 Informal Project Management: A Definition
2.8 The Many Faces of Success
2.9 The Many Faces of Failure
2.10 Causes of Project Failure
2.11 Degrees of Success and Failure
2.12 Project Health Checks
2.13 The Stage-Gate Process
2.14 Project Life Cycles
2.15 Gate Review Meetings (Project Closure)
2.16 Engagement Project Management
2.17 Project Management Methodologies: A Definition
2.18 From Enterprise Project Management Methodologies to Frameworks
2.19 Growth of Strategic Project Management
2.20 Business Models
2.21 Methodologies Can Fail
2.22 Lean Project Management
2.23 Organizational Change Management and Corporate Cultures
2.24 Benefits Harvesting and Cultural Change
2.25 Agile and Adaptive Project Management Cultures
2.26 Project Management Intellectual Property
2.27 Systems Thinking
2.28 Studying Tips for the PMI(r) Project Management Certification Exam
Answers
Problems
Case Study: Creating a Methodology
Chapter 3: Organizational Structures
3.0 Introduction
3.1 Organizational Work Flow
3.2 Traditional (Classical) Organization
3.3 Pure Product (Projectized) Organization
3.4 Matrix Organizational Form
3.5 Modification of Matrix Structures
3.6 The Strong, Weak, or Balanced Matrix
3.7 Project Management Offices
3.8 Selecting the Organizational Form
3.9 Strategic Business Unit (SBU) Project Management
3.10 Transitional Management
3.11 Seven Fallacies That Delay Project Management Maturity
3.12 Studying Tips for the PMI(r) Project Management Certification Exam
Answers
Problems
Chapter 4: Organizing and Staffing the Project Office and Team
4.0 Introduction
4.1 The Staffing Environment
4.2 Selecting the Project Manager: An Executive Decision
4.3 Skill Requirements for Project and Program Managers
4.4 Special Cases in Project Manager Selection
4.5 Today's Project Managers
4.6 Duties and Job Descriptions
4.7 The Organizational Staffing Process
4.8 The Project Office
4.9 The Functional Team
4.10 The Project Organizational Chart
4.11 Selecting the Project Management Implementation Team
4.12 Mistakes Made by Inexperienced Project Managers
4.13 Studying Tips for the PMI(r)Project Management Certification Exam
Answers
Problems
Chapter 5: Management Functions
5.0 Introduction
5.1 Controlling
5.2 Directing
5.3 Project Authority
5.4 Interpersonal Influences
5.5 Barriers to Project Team Development
5.6 Suggestions for Handling the Newly Formed Team
5.7 Team Building as an Ongoing Process
5.8 Leadership in a Project Environment
5.9 Value-Based Project Leadership
5.10 Transformational Project Management Leadership
5.11 Organizational Impact
5.12 Employee-Manager Problems
5.13 General Management Pitfalls
5.14 Time Management Pitfalls
5.15 Management Policies and Procedures
5.16 Human Behavior Education
5.17 Studying Tips for the PMI(r) Project Management Certification Exam
Answers
Problems
Case Study: The Trophy Project
Case Study: McRoy Aerospace
Case Study: The Poor Worker
Case Study: The Prima Donna
Case Study: The Reluctant Workers
Case Study: Leadership Effectiveness (A)
Case Study: Leadership Effectiveness (B)
Chapter 6: Communications Management
6.0 Introduction
6.1 Modeling the Communications Environment
6.2 The Project Manager as a Communicator
6.3 Project Review Meetings
6.4 Project Management Bottlenecks
6.5 Active Listening
6.6 Communication Traps
6.7 Project Problem Solving
6.8 Using Action Items
6.9 Brainstorming
6.10 Predicting the Outcome of a Decision
6.11 Facilitation
6.12 Studying Tips for the PMI(r) Project Management Certification Exam
Answers
Problems
Case Study: Communication Failures
Case Study: The Team Meeting
Chapter 7: Conflicts
7.0 Introduction
7.1 The Conflict Environment
7.2 Types of Conflicts
7.3 Conflict Resolution
7.4 The Management of Conflicts
7.5 Conflict Resolution Modes
7.6 Understanding Superior, Subordinate, and Functional Conflicts
7.7 Studying Tips for the PMI(r) Project Management Certification Exam
Problems
Case Study: Facilities Scheduling at Mayer Manufacturing
Case Study: Telestar International
Case Study: Handling Conflict in Project Management
Chapter 8: Special Topics
8.0 Introduction
8.1 Performance Measurement
8.2 Financial Compensation and Rewards
8.3 Effective Project Management in the Small Business Organization
8.4 Mega Projects
8.5 Morality, Ethics, and the Corporate Culture
8.6 Professional Responsibilities
8.7 Internal and External Partnerships
8.8 Training and Education
8.9 Integrated Product/Project Teams
8.10 Virtual Project Teams
8.11 Managing Innovation Projects
8.12 Agile Project Management
8.13 Artificial Intelligence
8.14 Studying Tips for the PMI(r) Project Management Certification Exam
Answers
Problems
Case Study: Is It Fraud?
Chapter 9: The Variables for Success
9.0 Introduction
9.1 Predicting Project Success
9.2 Project Management Effectiveness
9.3 Expectations
9.4 Lessons Learned
9.5 Understanding Best Practices
9.6 Downside Risks of Best Practices
9.7 Studying Tips for the PMI(r) Project Management Certification Exam
Answers
Problems
Case Study: Radiance International
Chapter 10: Working with Executives
10.0 Introduction
10.1 The Project Sponsor
10.2 Handling Disagreements with the Sponsor
10.3 The Collective Belief
10.4 The Exit Champion
10.5 The In-House Representatives
10.6 Stakeholder Relations Management
10.7 Project Portfolio Management
10.8 Politics
10.9 Studying Tips for the PMI(r) Project Management Certification Exam
Answers
Problems
Case Study: The Prioritization of Projects
Case Study: The Irresponsible Sponsors
Case Study: Selling Executives on Project Management
Chapter 11: Planning
11.0 Introduction
11.1 Business Case
11.2 Validating the Assumptions
11.3 Validating the Objectives
11.4 General Planning
11.5 Life-Cycle Phases
11.6 Life-Cycle Milestones
11.7 Kickoff Meetings
11.8 Understanding Participants' Roles
11.9 Establishing Project Objectives
11.10 The Statement of Work
11.11 Project Specifications
11.12 Data Item Milestone Schedules
11.13 Work Breakdown Structure
11.14 WBS Decomposition Problems
11.15 Work Breakdown Structure Dictionary
11.16 Project Selection
11.17 Role of the Executive in Planning
11.18 Management Cost and Control System
11.19 Work Planning Authorization
11.20 Why Do Plans Fail?
11.21 Stopping Projects
11.22 Handling Project Phaseouts and Transfers
11.23 Detailed Schedules and Charts
11.24 Master Production Scheduling
11.25 Project Plan
11.26 The Project Charter
11.27 Project Baselines
11.28 Verification and Validation
11.29 Management Control
11.30 Configuration Management
11.31 Enterprise Project Management Methodologies
11.32 Project Audits
11.33 Studying Tips for the PMI(r) Project Management Certification Exam
Answers
Problems
Chapter 12: Network Scheduling Techniques
12.0 Introduction
12.1 Network Fundamentals
12.2 Graphical Evaluation and Review Technique (GERT)
12.3 Dependencies
12.4 Slack Time
12.5 Network Replanning
12.6 Estimating Activity Time
12.7 Estimating Total Project Time
12.8 Total Pert/CPM Planning
12.9 Crash Times
12.10 PERT/CPM Problem Areas
12.11 Alternative PERT/CPM Models
12.12 Precedence Networks
12.13 Lag
12.14 Scheduling Problems
12.15 The Myths of Schedule Compression
12.16 Project Management Software
12.17 Studying Tips for the PMI(r) Project Management Certification Exam
Answers
Problems
Case Study: The Invisible Sponsor
Chapter 13: Pricing and Estimating
13.0 Introduction
13.1 Global Pricing Strategies
13.2 Types of Estimates
13.3 Pricing Process
13.4 Organizational Input Requirements
13.5 Labor Distributions
13.6 Overhead Rates
13.7 Materials/Support Costs
13.8 Pricing out the Work
13.9 Smoothing Out Department Man-Hours
13.10 The Pricing Review Procedure
13.11 Systems Pricing
13.12 Developing the Supporting/Backup Costs
13.13 The Low-Bidder Dilemma
13.14 Special Problems
13.15 Estimating Pitfalls
13.16 Estimating High-Risk Projects
13.17 Project Risks
13.18 The Disaster of Applying the 10 Percent Solution to Project Estimates
13.19 Life-Cycle Costing (LCC)
13.20 Logistics Support
13.21 Economic Project Selection Criteria: Capital Budgeting
13.22 Payback Period
13.23 The Time Value of Money and Discounted Cash Flow (DCF)
13.24 Net Present Value (NPV)
13.25 Internal Rate of Return (IRR)
13.26 Comparing IRR, NPV, and Payback
13.27 Risk Analysis
13.28 Capital Rationing
13.29 Project...
Chapter 1: Overview
1.0 Introduction
1.1 Understanding Project Management
1.2 Defining Project Success
1.3 Trade-Offs and Competing Constraints
1.4 The Entry-Level Project Manager
1.5 The Talent Triangle
1.6 Technology-Based Projects
1.7 The Project Manager-Line Manager Interface
1.8 Defining the Project Manager's Role
1.9 Defining the Functional Manager's Role
1.10 Defining the Functional Employee's Role
1.11 Defining the Executive's Role
1.12 Working with Executives
1.13 Committee Sponsorship/Governance
1.14 The Project Manager as the Planning Agent
1.15 Project Champions
1.16 Project-Driven Versus Non-Project-Driven Organizations
1.17 Marketing in the Project-Driven Organization
1.18 Classification of Projects
1.19 Location of the Project Manager
1.20 Differing Views of Project Management
1.21 Public-Sector Project Management
1.22 International Project Management
1.23 Concurrent Engineering: A Project Management Approach
1.24 Added Value
1.25 Studying Tips for the PMI(r) Project Management Certification Exam
Answers
Problems
Case Study: Williams Machine Tool Company
Chapter 2: Project Management Growth: Concepts and Definitions
2.0 Introduction
2.1 The Evolution of Project Management: 1945-2021
2.2 Resistance to Change
2.3 Systems, Programs, and Projects: A Definition
2.4 Projects versus Operations
2.5 Product versus Project Management: A Definition
2.6 Maturity and Excellence: A Definition
2.7 Informal Project Management: A Definition
2.8 The Many Faces of Success
2.9 The Many Faces of Failure
2.10 Causes of Project Failure
2.11 Degrees of Success and Failure
2.12 Project Health Checks
2.13 The Stage-Gate Process
2.14 Project Life Cycles
2.15 Gate Review Meetings (Project Closure)
2.16 Engagement Project Management
2.17 Project Management Methodologies: A Definition
2.18 From Enterprise Project Management Methodologies to Frameworks
2.19 Growth of Strategic Project Management
2.20 Business Models
2.21 Methodologies Can Fail
2.22 Lean Project Management
2.23 Organizational Change Management and Corporate Cultures
2.24 Benefits Harvesting and Cultural Change
2.25 Agile and Adaptive Project Management Cultures
2.26 Project Management Intellectual Property
2.27 Systems Thinking
2.28 Studying Tips for the PMI(r) Project Management Certification Exam
Answers
Problems
Case Study: Creating a Methodology
Chapter 3: Organizational Structures
3.0 Introduction
3.1 Organizational Work Flow
3.2 Traditional (Classical) Organization
3.3 Pure Product (Projectized) Organization
3.4 Matrix Organizational Form
3.5 Modification of Matrix Structures
3.6 The Strong, Weak, or Balanced Matrix
3.7 Project Management Offices
3.8 Selecting the Organizational Form
3.9 Strategic Business Unit (SBU) Project Management
3.10 Transitional Management
3.11 Seven Fallacies That Delay Project Management Maturity
3.12 Studying Tips for the PMI(r) Project Management Certification Exam
Answers
Problems
Chapter 4: Organizing and Staffing the Project Office and Team
4.0 Introduction
4.1 The Staffing Environment
4.2 Selecting the Project Manager: An Executive Decision
4.3 Skill Requirements for Project and Program Managers
4.4 Special Cases in Project Manager Selection
4.5 Today's Project Managers
4.6 Duties and Job Descriptions
4.7 The Organizational Staffing Process
4.8 The Project Office
4.9 The Functional Team
4.10 The Project Organizational Chart
4.11 Selecting the Project Management Implementation Team
4.12 Mistakes Made by Inexperienced Project Managers
4.13 Studying Tips for the PMI(r)Project Management Certification Exam
Answers
Problems
Chapter 5: Management Functions
5.0 Introduction
5.1 Controlling
5.2 Directing
5.3 Project Authority
5.4 Interpersonal Influences
5.5 Barriers to Project Team Development
5.6 Suggestions for Handling the Newly Formed Team
5.7 Team Building as an Ongoing Process
5.8 Leadership in a Project Environment
5.9 Value-Based Project Leadership
5.10 Transformational Project Management Leadership
5.11 Organizational Impact
5.12 Employee-Manager Problems
5.13 General Management Pitfalls
5.14 Time Management Pitfalls
5.15 Management Policies and Procedures
5.16 Human Behavior Education
5.17 Studying Tips for the PMI(r) Project Management Certification Exam
Answers
Problems
Case Study: The Trophy Project
Case Study: McRoy Aerospace
Case Study: The Poor Worker
Case Study: The Prima Donna
Case Study: The Reluctant Workers
Case Study: Leadership Effectiveness (A)
Case Study: Leadership Effectiveness (B)
Chapter 6: Communications Management
6.0 Introduction
6.1 Modeling the Communications Environment
6.2 The Project Manager as a Communicator
6.3 Project Review Meetings
6.4 Project Management Bottlenecks
6.5 Active Listening
6.6 Communication Traps
6.7 Project Problem Solving
6.8 Using Action Items
6.9 Brainstorming
6.10 Predicting the Outcome of a Decision
6.11 Facilitation
6.12 Studying Tips for the PMI(r) Project Management Certification Exam
Answers
Problems
Case Study: Communication Failures
Case Study: The Team Meeting
Chapter 7: Conflicts
7.0 Introduction
7.1 The Conflict Environment
7.2 Types of Conflicts
7.3 Conflict Resolution
7.4 The Management of Conflicts
7.5 Conflict Resolution Modes
7.6 Understanding Superior, Subordinate, and Functional Conflicts
7.7 Studying Tips for the PMI(r) Project Management Certification Exam
Problems
Case Study: Facilities Scheduling at Mayer Manufacturing
Case Study: Telestar International
Case Study: Handling Conflict in Project Management
Chapter 8: Special Topics
8.0 Introduction
8.1 Performance Measurement
8.2 Financial Compensation and Rewards
8.3 Effective Project Management in the Small Business Organization
8.4 Mega Projects
8.5 Morality, Ethics, and the Corporate Culture
8.6 Professional Responsibilities
8.7 Internal and External Partnerships
8.8 Training and Education
8.9 Integrated Product/Project Teams
8.10 Virtual Project Teams
8.11 Managing Innovation Projects
8.12 Agile Project Management
8.13 Artificial Intelligence
8.14 Studying Tips for the PMI(r) Project Management Certification Exam
Answers
Problems
Case Study: Is It Fraud?
Chapter 9: The Variables for Success
9.0 Introduction
9.1 Predicting Project Success
9.2 Project Management Effectiveness
9.3 Expectations
9.4 Lessons Learned
9.5 Understanding Best Practices
9.6 Downside Risks of Best Practices
9.7 Studying Tips for the PMI(r) Project Management Certification Exam
Answers
Problems
Case Study: Radiance International
Chapter 10: Working with Executives
10.0 Introduction
10.1 The Project Sponsor
10.2 Handling Disagreements with the Sponsor
10.3 The Collective Belief
10.4 The Exit Champion
10.5 The In-House Representatives
10.6 Stakeholder Relations Management
10.7 Project Portfolio Management
10.8 Politics
10.9 Studying Tips for the PMI(r) Project Management Certification Exam
Answers
Problems
Case Study: The Prioritization of Projects
Case Study: The Irresponsible Sponsors
Case Study: Selling Executives on Project Management
Chapter 11: Planning
11.0 Introduction
11.1 Business Case
11.2 Validating the Assumptions
11.3 Validating the Objectives
11.4 General Planning
11.5 Life-Cycle Phases
11.6 Life-Cycle Milestones
11.7 Kickoff Meetings
11.8 Understanding Participants' Roles
11.9 Establishing Project Objectives
11.10 The Statement of Work
11.11 Project Specifications
11.12 Data Item Milestone Schedules
11.13 Work Breakdown Structure
11.14 WBS Decomposition Problems
11.15 Work Breakdown Structure Dictionary
11.16 Project Selection
11.17 Role of the Executive in Planning
11.18 Management Cost and Control System
11.19 Work Planning Authorization
11.20 Why Do Plans Fail?
11.21 Stopping Projects
11.22 Handling Project Phaseouts and Transfers
11.23 Detailed Schedules and Charts
11.24 Master Production Scheduling
11.25 Project Plan
11.26 The Project Charter
11.27 Project Baselines
11.28 Verification and Validation
11.29 Management Control
11.30 Configuration Management
11.31 Enterprise Project Management Methodologies
11.32 Project Audits
11.33 Studying Tips for the PMI(r) Project Management Certification Exam
Answers
Problems
Chapter 12: Network Scheduling Techniques
12.0 Introduction
12.1 Network Fundamentals
12.2 Graphical Evaluation and Review Technique (GERT)
12.3 Dependencies
12.4 Slack Time
12.5 Network Replanning
12.6 Estimating Activity Time
12.7 Estimating Total Project Time
12.8 Total Pert/CPM Planning
12.9 Crash Times
12.10 PERT/CPM Problem Areas
12.11 Alternative PERT/CPM Models
12.12 Precedence Networks
12.13 Lag
12.14 Scheduling Problems
12.15 The Myths of Schedule Compression
12.16 Project Management Software
12.17 Studying Tips for the PMI(r) Project Management Certification Exam
Answers
Problems
Case Study: The Invisible Sponsor
Chapter 13: Pricing and Estimating
13.0 Introduction
13.1 Global Pricing Strategies
13.2 Types of Estimates
13.3 Pricing Process
13.4 Organizational Input Requirements
13.5 Labor Distributions
13.6 Overhead Rates
13.7 Materials/Support Costs
13.8 Pricing out the Work
13.9 Smoothing Out Department Man-Hours
13.10 The Pricing Review Procedure
13.11 Systems Pricing
13.12 Developing the Supporting/Backup Costs
13.13 The Low-Bidder Dilemma
13.14 Special Problems
13.15 Estimating Pitfalls
13.16 Estimating High-Risk Projects
13.17 Project Risks
13.18 The Disaster of Applying the 10 Percent Solution to Project Estimates
13.19 Life-Cycle Costing (LCC)
13.20 Logistics Support
13.21 Economic Project Selection Criteria: Capital Budgeting
13.22 Payback Period
13.23 The Time Value of Money and Discounted Cash Flow (DCF)
13.24 Net Present Value (NPV)
13.25 Internal Rate of Return (IRR)
13.26 Comparing IRR, NPV, and Payback
13.27 Risk Analysis
13.28 Capital Rationing
13.29 Project...
Details
| Erscheinungsjahr: | 2022 |
|---|---|
| Fachbereich: | Management |
| Genre: | Wirtschaft |
| Rubrik: | Recht & Wirtschaft |
| Medium: | Buch |
| Seiten: | 854 |
| Inhalt: | 880 S. |
| ISBN-13: | 9781119805373 |
| ISBN-10: | 1119805376 |
| Sprache: | Englisch |
| Herstellernummer: | 1W119805370 |
| Einband: | Gebunden |
| Autor: | Kerzner, Harold |
| Auflage: | 13. Auflage |
| Hersteller: | Wiley John + Sons |
| Maße: | 240 x 193 x 38 mm |
| Von/Mit: | Harold Kerzner |
| Erscheinungsdatum: | 31.03.2022 |
| Gewicht: | 1,541 kg |
Über den Autor
Harold Kerzner, is Senior Executive Director for Project Management for the International Institute for Learning (IIL). He taught project management at Baldwin-Wallace University for 38 years, and he has published over 60 textbooks on project management. His success and impact on the industry led IIL and the Project Management Institute (PMI) to establish the Kerzner International Project Manager of the Year Award as well as the annual Dr. Harold Kerzner Scholarship fund.
Inhaltsverzeichnis
Preface
Chapter 1: Overview
1.0 Introduction
1.1 Understanding Project Management
1.2 Defining Project Success
1.3 Trade-Offs and Competing Constraints
1.4 The Entry-Level Project Manager
1.5 The Talent Triangle
1.6 Technology-Based Projects
1.7 The Project Manager-Line Manager Interface
1.8 Defining the Project Manager's Role
1.9 Defining the Functional Manager's Role
1.10 Defining the Functional Employee's Role
1.11 Defining the Executive's Role
1.12 Working with Executives
1.13 Committee Sponsorship/Governance
1.14 The Project Manager as the Planning Agent
1.15 Project Champions
1.16 Project-Driven Versus Non-Project-Driven Organizations
1.17 Marketing in the Project-Driven Organization
1.18 Classification of Projects
1.19 Location of the Project Manager
1.20 Differing Views of Project Management
1.21 Public-Sector Project Management
1.22 International Project Management
1.23 Concurrent Engineering: A Project Management Approach
1.24 Added Value
1.25 Studying Tips for the PMI(r) Project Management Certification Exam
Answers
Problems
Case Study: Williams Machine Tool Company
Chapter 2: Project Management Growth: Concepts and Definitions
2.0 Introduction
2.1 The Evolution of Project Management: 1945-2021
2.2 Resistance to Change
2.3 Systems, Programs, and Projects: A Definition
2.4 Projects versus Operations
2.5 Product versus Project Management: A Definition
2.6 Maturity and Excellence: A Definition
2.7 Informal Project Management: A Definition
2.8 The Many Faces of Success
2.9 The Many Faces of Failure
2.10 Causes of Project Failure
2.11 Degrees of Success and Failure
2.12 Project Health Checks
2.13 The Stage-Gate Process
2.14 Project Life Cycles
2.15 Gate Review Meetings (Project Closure)
2.16 Engagement Project Management
2.17 Project Management Methodologies: A Definition
2.18 From Enterprise Project Management Methodologies to Frameworks
2.19 Growth of Strategic Project Management
2.20 Business Models
2.21 Methodologies Can Fail
2.22 Lean Project Management
2.23 Organizational Change Management and Corporate Cultures
2.24 Benefits Harvesting and Cultural Change
2.25 Agile and Adaptive Project Management Cultures
2.26 Project Management Intellectual Property
2.27 Systems Thinking
2.28 Studying Tips for the PMI(r) Project Management Certification Exam
Answers
Problems
Case Study: Creating a Methodology
Chapter 3: Organizational Structures
3.0 Introduction
3.1 Organizational Work Flow
3.2 Traditional (Classical) Organization
3.3 Pure Product (Projectized) Organization
3.4 Matrix Organizational Form
3.5 Modification of Matrix Structures
3.6 The Strong, Weak, or Balanced Matrix
3.7 Project Management Offices
3.8 Selecting the Organizational Form
3.9 Strategic Business Unit (SBU) Project Management
3.10 Transitional Management
3.11 Seven Fallacies That Delay Project Management Maturity
3.12 Studying Tips for the PMI(r) Project Management Certification Exam
Answers
Problems
Chapter 4: Organizing and Staffing the Project Office and Team
4.0 Introduction
4.1 The Staffing Environment
4.2 Selecting the Project Manager: An Executive Decision
4.3 Skill Requirements for Project and Program Managers
4.4 Special Cases in Project Manager Selection
4.5 Today's Project Managers
4.6 Duties and Job Descriptions
4.7 The Organizational Staffing Process
4.8 The Project Office
4.9 The Functional Team
4.10 The Project Organizational Chart
4.11 Selecting the Project Management Implementation Team
4.12 Mistakes Made by Inexperienced Project Managers
4.13 Studying Tips for the PMI(r)Project Management Certification Exam
Answers
Problems
Chapter 5: Management Functions
5.0 Introduction
5.1 Controlling
5.2 Directing
5.3 Project Authority
5.4 Interpersonal Influences
5.5 Barriers to Project Team Development
5.6 Suggestions for Handling the Newly Formed Team
5.7 Team Building as an Ongoing Process
5.8 Leadership in a Project Environment
5.9 Value-Based Project Leadership
5.10 Transformational Project Management Leadership
5.11 Organizational Impact
5.12 Employee-Manager Problems
5.13 General Management Pitfalls
5.14 Time Management Pitfalls
5.15 Management Policies and Procedures
5.16 Human Behavior Education
5.17 Studying Tips for the PMI(r) Project Management Certification Exam
Answers
Problems
Case Study: The Trophy Project
Case Study: McRoy Aerospace
Case Study: The Poor Worker
Case Study: The Prima Donna
Case Study: The Reluctant Workers
Case Study: Leadership Effectiveness (A)
Case Study: Leadership Effectiveness (B)
Chapter 6: Communications Management
6.0 Introduction
6.1 Modeling the Communications Environment
6.2 The Project Manager as a Communicator
6.3 Project Review Meetings
6.4 Project Management Bottlenecks
6.5 Active Listening
6.6 Communication Traps
6.7 Project Problem Solving
6.8 Using Action Items
6.9 Brainstorming
6.10 Predicting the Outcome of a Decision
6.11 Facilitation
6.12 Studying Tips for the PMI(r) Project Management Certification Exam
Answers
Problems
Case Study: Communication Failures
Case Study: The Team Meeting
Chapter 7: Conflicts
7.0 Introduction
7.1 The Conflict Environment
7.2 Types of Conflicts
7.3 Conflict Resolution
7.4 The Management of Conflicts
7.5 Conflict Resolution Modes
7.6 Understanding Superior, Subordinate, and Functional Conflicts
7.7 Studying Tips for the PMI(r) Project Management Certification Exam
Problems
Case Study: Facilities Scheduling at Mayer Manufacturing
Case Study: Telestar International
Case Study: Handling Conflict in Project Management
Chapter 8: Special Topics
8.0 Introduction
8.1 Performance Measurement
8.2 Financial Compensation and Rewards
8.3 Effective Project Management in the Small Business Organization
8.4 Mega Projects
8.5 Morality, Ethics, and the Corporate Culture
8.6 Professional Responsibilities
8.7 Internal and External Partnerships
8.8 Training and Education
8.9 Integrated Product/Project Teams
8.10 Virtual Project Teams
8.11 Managing Innovation Projects
8.12 Agile Project Management
8.13 Artificial Intelligence
8.14 Studying Tips for the PMI(r) Project Management Certification Exam
Answers
Problems
Case Study: Is It Fraud?
Chapter 9: The Variables for Success
9.0 Introduction
9.1 Predicting Project Success
9.2 Project Management Effectiveness
9.3 Expectations
9.4 Lessons Learned
9.5 Understanding Best Practices
9.6 Downside Risks of Best Practices
9.7 Studying Tips for the PMI(r) Project Management Certification Exam
Answers
Problems
Case Study: Radiance International
Chapter 10: Working with Executives
10.0 Introduction
10.1 The Project Sponsor
10.2 Handling Disagreements with the Sponsor
10.3 The Collective Belief
10.4 The Exit Champion
10.5 The In-House Representatives
10.6 Stakeholder Relations Management
10.7 Project Portfolio Management
10.8 Politics
10.9 Studying Tips for the PMI(r) Project Management Certification Exam
Answers
Problems
Case Study: The Prioritization of Projects
Case Study: The Irresponsible Sponsors
Case Study: Selling Executives on Project Management
Chapter 11: Planning
11.0 Introduction
11.1 Business Case
11.2 Validating the Assumptions
11.3 Validating the Objectives
11.4 General Planning
11.5 Life-Cycle Phases
11.6 Life-Cycle Milestones
11.7 Kickoff Meetings
11.8 Understanding Participants' Roles
11.9 Establishing Project Objectives
11.10 The Statement of Work
11.11 Project Specifications
11.12 Data Item Milestone Schedules
11.13 Work Breakdown Structure
11.14 WBS Decomposition Problems
11.15 Work Breakdown Structure Dictionary
11.16 Project Selection
11.17 Role of the Executive in Planning
11.18 Management Cost and Control System
11.19 Work Planning Authorization
11.20 Why Do Plans Fail?
11.21 Stopping Projects
11.22 Handling Project Phaseouts and Transfers
11.23 Detailed Schedules and Charts
11.24 Master Production Scheduling
11.25 Project Plan
11.26 The Project Charter
11.27 Project Baselines
11.28 Verification and Validation
11.29 Management Control
11.30 Configuration Management
11.31 Enterprise Project Management Methodologies
11.32 Project Audits
11.33 Studying Tips for the PMI(r) Project Management Certification Exam
Answers
Problems
Chapter 12: Network Scheduling Techniques
12.0 Introduction
12.1 Network Fundamentals
12.2 Graphical Evaluation and Review Technique (GERT)
12.3 Dependencies
12.4 Slack Time
12.5 Network Replanning
12.6 Estimating Activity Time
12.7 Estimating Total Project Time
12.8 Total Pert/CPM Planning
12.9 Crash Times
12.10 PERT/CPM Problem Areas
12.11 Alternative PERT/CPM Models
12.12 Precedence Networks
12.13 Lag
12.14 Scheduling Problems
12.15 The Myths of Schedule Compression
12.16 Project Management Software
12.17 Studying Tips for the PMI(r) Project Management Certification Exam
Answers
Problems
Case Study: The Invisible Sponsor
Chapter 13: Pricing and Estimating
13.0 Introduction
13.1 Global Pricing Strategies
13.2 Types of Estimates
13.3 Pricing Process
13.4 Organizational Input Requirements
13.5 Labor Distributions
13.6 Overhead Rates
13.7 Materials/Support Costs
13.8 Pricing out the Work
13.9 Smoothing Out Department Man-Hours
13.10 The Pricing Review Procedure
13.11 Systems Pricing
13.12 Developing the Supporting/Backup Costs
13.13 The Low-Bidder Dilemma
13.14 Special Problems
13.15 Estimating Pitfalls
13.16 Estimating High-Risk Projects
13.17 Project Risks
13.18 The Disaster of Applying the 10 Percent Solution to Project Estimates
13.19 Life-Cycle Costing (LCC)
13.20 Logistics Support
13.21 Economic Project Selection Criteria: Capital Budgeting
13.22 Payback Period
13.23 The Time Value of Money and Discounted Cash Flow (DCF)
13.24 Net Present Value (NPV)
13.25 Internal Rate of Return (IRR)
13.26 Comparing IRR, NPV, and Payback
13.27 Risk Analysis
13.28 Capital Rationing
13.29 Project...
Chapter 1: Overview
1.0 Introduction
1.1 Understanding Project Management
1.2 Defining Project Success
1.3 Trade-Offs and Competing Constraints
1.4 The Entry-Level Project Manager
1.5 The Talent Triangle
1.6 Technology-Based Projects
1.7 The Project Manager-Line Manager Interface
1.8 Defining the Project Manager's Role
1.9 Defining the Functional Manager's Role
1.10 Defining the Functional Employee's Role
1.11 Defining the Executive's Role
1.12 Working with Executives
1.13 Committee Sponsorship/Governance
1.14 The Project Manager as the Planning Agent
1.15 Project Champions
1.16 Project-Driven Versus Non-Project-Driven Organizations
1.17 Marketing in the Project-Driven Organization
1.18 Classification of Projects
1.19 Location of the Project Manager
1.20 Differing Views of Project Management
1.21 Public-Sector Project Management
1.22 International Project Management
1.23 Concurrent Engineering: A Project Management Approach
1.24 Added Value
1.25 Studying Tips for the PMI(r) Project Management Certification Exam
Answers
Problems
Case Study: Williams Machine Tool Company
Chapter 2: Project Management Growth: Concepts and Definitions
2.0 Introduction
2.1 The Evolution of Project Management: 1945-2021
2.2 Resistance to Change
2.3 Systems, Programs, and Projects: A Definition
2.4 Projects versus Operations
2.5 Product versus Project Management: A Definition
2.6 Maturity and Excellence: A Definition
2.7 Informal Project Management: A Definition
2.8 The Many Faces of Success
2.9 The Many Faces of Failure
2.10 Causes of Project Failure
2.11 Degrees of Success and Failure
2.12 Project Health Checks
2.13 The Stage-Gate Process
2.14 Project Life Cycles
2.15 Gate Review Meetings (Project Closure)
2.16 Engagement Project Management
2.17 Project Management Methodologies: A Definition
2.18 From Enterprise Project Management Methodologies to Frameworks
2.19 Growth of Strategic Project Management
2.20 Business Models
2.21 Methodologies Can Fail
2.22 Lean Project Management
2.23 Organizational Change Management and Corporate Cultures
2.24 Benefits Harvesting and Cultural Change
2.25 Agile and Adaptive Project Management Cultures
2.26 Project Management Intellectual Property
2.27 Systems Thinking
2.28 Studying Tips for the PMI(r) Project Management Certification Exam
Answers
Problems
Case Study: Creating a Methodology
Chapter 3: Organizational Structures
3.0 Introduction
3.1 Organizational Work Flow
3.2 Traditional (Classical) Organization
3.3 Pure Product (Projectized) Organization
3.4 Matrix Organizational Form
3.5 Modification of Matrix Structures
3.6 The Strong, Weak, or Balanced Matrix
3.7 Project Management Offices
3.8 Selecting the Organizational Form
3.9 Strategic Business Unit (SBU) Project Management
3.10 Transitional Management
3.11 Seven Fallacies That Delay Project Management Maturity
3.12 Studying Tips for the PMI(r) Project Management Certification Exam
Answers
Problems
Chapter 4: Organizing and Staffing the Project Office and Team
4.0 Introduction
4.1 The Staffing Environment
4.2 Selecting the Project Manager: An Executive Decision
4.3 Skill Requirements for Project and Program Managers
4.4 Special Cases in Project Manager Selection
4.5 Today's Project Managers
4.6 Duties and Job Descriptions
4.7 The Organizational Staffing Process
4.8 The Project Office
4.9 The Functional Team
4.10 The Project Organizational Chart
4.11 Selecting the Project Management Implementation Team
4.12 Mistakes Made by Inexperienced Project Managers
4.13 Studying Tips for the PMI(r)Project Management Certification Exam
Answers
Problems
Chapter 5: Management Functions
5.0 Introduction
5.1 Controlling
5.2 Directing
5.3 Project Authority
5.4 Interpersonal Influences
5.5 Barriers to Project Team Development
5.6 Suggestions for Handling the Newly Formed Team
5.7 Team Building as an Ongoing Process
5.8 Leadership in a Project Environment
5.9 Value-Based Project Leadership
5.10 Transformational Project Management Leadership
5.11 Organizational Impact
5.12 Employee-Manager Problems
5.13 General Management Pitfalls
5.14 Time Management Pitfalls
5.15 Management Policies and Procedures
5.16 Human Behavior Education
5.17 Studying Tips for the PMI(r) Project Management Certification Exam
Answers
Problems
Case Study: The Trophy Project
Case Study: McRoy Aerospace
Case Study: The Poor Worker
Case Study: The Prima Donna
Case Study: The Reluctant Workers
Case Study: Leadership Effectiveness (A)
Case Study: Leadership Effectiveness (B)
Chapter 6: Communications Management
6.0 Introduction
6.1 Modeling the Communications Environment
6.2 The Project Manager as a Communicator
6.3 Project Review Meetings
6.4 Project Management Bottlenecks
6.5 Active Listening
6.6 Communication Traps
6.7 Project Problem Solving
6.8 Using Action Items
6.9 Brainstorming
6.10 Predicting the Outcome of a Decision
6.11 Facilitation
6.12 Studying Tips for the PMI(r) Project Management Certification Exam
Answers
Problems
Case Study: Communication Failures
Case Study: The Team Meeting
Chapter 7: Conflicts
7.0 Introduction
7.1 The Conflict Environment
7.2 Types of Conflicts
7.3 Conflict Resolution
7.4 The Management of Conflicts
7.5 Conflict Resolution Modes
7.6 Understanding Superior, Subordinate, and Functional Conflicts
7.7 Studying Tips for the PMI(r) Project Management Certification Exam
Problems
Case Study: Facilities Scheduling at Mayer Manufacturing
Case Study: Telestar International
Case Study: Handling Conflict in Project Management
Chapter 8: Special Topics
8.0 Introduction
8.1 Performance Measurement
8.2 Financial Compensation and Rewards
8.3 Effective Project Management in the Small Business Organization
8.4 Mega Projects
8.5 Morality, Ethics, and the Corporate Culture
8.6 Professional Responsibilities
8.7 Internal and External Partnerships
8.8 Training and Education
8.9 Integrated Product/Project Teams
8.10 Virtual Project Teams
8.11 Managing Innovation Projects
8.12 Agile Project Management
8.13 Artificial Intelligence
8.14 Studying Tips for the PMI(r) Project Management Certification Exam
Answers
Problems
Case Study: Is It Fraud?
Chapter 9: The Variables for Success
9.0 Introduction
9.1 Predicting Project Success
9.2 Project Management Effectiveness
9.3 Expectations
9.4 Lessons Learned
9.5 Understanding Best Practices
9.6 Downside Risks of Best Practices
9.7 Studying Tips for the PMI(r) Project Management Certification Exam
Answers
Problems
Case Study: Radiance International
Chapter 10: Working with Executives
10.0 Introduction
10.1 The Project Sponsor
10.2 Handling Disagreements with the Sponsor
10.3 The Collective Belief
10.4 The Exit Champion
10.5 The In-House Representatives
10.6 Stakeholder Relations Management
10.7 Project Portfolio Management
10.8 Politics
10.9 Studying Tips for the PMI(r) Project Management Certification Exam
Answers
Problems
Case Study: The Prioritization of Projects
Case Study: The Irresponsible Sponsors
Case Study: Selling Executives on Project Management
Chapter 11: Planning
11.0 Introduction
11.1 Business Case
11.2 Validating the Assumptions
11.3 Validating the Objectives
11.4 General Planning
11.5 Life-Cycle Phases
11.6 Life-Cycle Milestones
11.7 Kickoff Meetings
11.8 Understanding Participants' Roles
11.9 Establishing Project Objectives
11.10 The Statement of Work
11.11 Project Specifications
11.12 Data Item Milestone Schedules
11.13 Work Breakdown Structure
11.14 WBS Decomposition Problems
11.15 Work Breakdown Structure Dictionary
11.16 Project Selection
11.17 Role of the Executive in Planning
11.18 Management Cost and Control System
11.19 Work Planning Authorization
11.20 Why Do Plans Fail?
11.21 Stopping Projects
11.22 Handling Project Phaseouts and Transfers
11.23 Detailed Schedules and Charts
11.24 Master Production Scheduling
11.25 Project Plan
11.26 The Project Charter
11.27 Project Baselines
11.28 Verification and Validation
11.29 Management Control
11.30 Configuration Management
11.31 Enterprise Project Management Methodologies
11.32 Project Audits
11.33 Studying Tips for the PMI(r) Project Management Certification Exam
Answers
Problems
Chapter 12: Network Scheduling Techniques
12.0 Introduction
12.1 Network Fundamentals
12.2 Graphical Evaluation and Review Technique (GERT)
12.3 Dependencies
12.4 Slack Time
12.5 Network Replanning
12.6 Estimating Activity Time
12.7 Estimating Total Project Time
12.8 Total Pert/CPM Planning
12.9 Crash Times
12.10 PERT/CPM Problem Areas
12.11 Alternative PERT/CPM Models
12.12 Precedence Networks
12.13 Lag
12.14 Scheduling Problems
12.15 The Myths of Schedule Compression
12.16 Project Management Software
12.17 Studying Tips for the PMI(r) Project Management Certification Exam
Answers
Problems
Case Study: The Invisible Sponsor
Chapter 13: Pricing and Estimating
13.0 Introduction
13.1 Global Pricing Strategies
13.2 Types of Estimates
13.3 Pricing Process
13.4 Organizational Input Requirements
13.5 Labor Distributions
13.6 Overhead Rates
13.7 Materials/Support Costs
13.8 Pricing out the Work
13.9 Smoothing Out Department Man-Hours
13.10 The Pricing Review Procedure
13.11 Systems Pricing
13.12 Developing the Supporting/Backup Costs
13.13 The Low-Bidder Dilemma
13.14 Special Problems
13.15 Estimating Pitfalls
13.16 Estimating High-Risk Projects
13.17 Project Risks
13.18 The Disaster of Applying the 10 Percent Solution to Project Estimates
13.19 Life-Cycle Costing (LCC)
13.20 Logistics Support
13.21 Economic Project Selection Criteria: Capital Budgeting
13.22 Payback Period
13.23 The Time Value of Money and Discounted Cash Flow (DCF)
13.24 Net Present Value (NPV)
13.25 Internal Rate of Return (IRR)
13.26 Comparing IRR, NPV, and Payback
13.27 Risk Analysis
13.28 Capital Rationing
13.29 Project...
Details
| Erscheinungsjahr: | 2022 |
|---|---|
| Fachbereich: | Management |
| Genre: | Wirtschaft |
| Rubrik: | Recht & Wirtschaft |
| Medium: | Buch |
| Seiten: | 854 |
| Inhalt: | 880 S. |
| ISBN-13: | 9781119805373 |
| ISBN-10: | 1119805376 |
| Sprache: | Englisch |
| Herstellernummer: | 1W119805370 |
| Einband: | Gebunden |
| Autor: | Kerzner, Harold |
| Auflage: | 13. Auflage |
| Hersteller: | Wiley John + Sons |
| Maße: | 240 x 193 x 38 mm |
| Von/Mit: | Harold Kerzner |
| Erscheinungsdatum: | 31.03.2022 |
| Gewicht: | 1,541 kg |
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